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4.
Bose Lean Enterprise
PROBLEM STATEMENT
• Current LMPU is based on Tijuana’s
UPH and is not reflecting our actual
LMPU/UPH. We could be achieving
more than Tijuana’s rates/UPH based
on BSM configuration.
IMPACT STATEMENT
• Without UPH improvement there will
be a considerable wastage in terms
of line utilization and capacity.
• There is a significant opportunity to
improve SMT UPH thereby also
improving on our current LMPU as
well.
Step 1: Define & Break Down
Problem
 Team Lead:
Damian M Denis
 Champion:
Mr. Ahmad Zamsari
Zakaria
 Team Members:
Harlina Ismail
Chew Tzy Ching
Niven Lam
Tan Hock Lee
TEAM

5.
Bose Lean Enterprise
Step 2: Grasp Current Condition
- We are running ahead for some of HED
products.
- Hence, 80% of our HED models are running at
below capacity and this does not reflect our
actual capability at SMT.
- This needs to be changed so that the line is
fully utilize and the lines are always
productive.
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4 5 6
Number of days ahead
Days
Linear (Days)

6.
Bose Lean Enterprise
TARGET CONDITION
• All SMT HED model will have a
new LMPU target based on the
new UPH and cycle time by 10
June 2014.
GOAL
• Reduce cycle-time for HED
products at SMT hence
improving LMPU by 10 June
2014.
Step 3: Set a Target Condition
OBSTACLES
- This reduction in
LMPU requires
all parties to play
a role in
achieving the
targeted cycle-
time/UPH.

10.
Bose Lean Enterprise
 After brainstorming the team agrees on a set of
solutions based on their knowledge & experience.
 In addition, we use the prioritization matrix to help us to
zero in on some of the important decision criteria and we
found it correlates with the team decision as well.
 The below shows the solution the team have opted to
implement as subject matter expertise:-
i. Measure actual SMT cycle time for all models
ii. Simulate theoretical SMT cycle time
iii. Bridge the gap between i & ii.
iv. Do line balancing for SMT lines
v. Improve hand load cycle time process
Brainstorming & Subject Matter Expertise
Step 6: Develop & Test
Countermeasures

12.
Bose Lean Enterprise
Step 6: Develop & Test
Countermeasures
Countermeasure Selection
 The above matrix clearly shows which countermeasures
should be prioritized to get the best/optimum result with
the given resources we have at SMT.
 The team decided that all these countermeasures are
important and thus must be implemented to achieve our
goal.
 But all these countermeasures must be prioritized as a
continuous flow according to their importance in the
matrix.
 So, which countermeasures are selected?

18.
Bose Lean Enterprise
Step 9: Measure Process
Performance
Financial Benefits :
- Line is fully utilize without too much sand-bagging!
Monitoring:-
1) All SMT build from 1 June 2014 onwards is following the
new UPH & LMPU target.
2) Monitoring was done from 1 – 15 June 2014 and the
result during WW25 is as per the new UPH/LMPU
target.
Reflection:-
1) We needed to go beyond our comfort zone so as to
continually improve ourselves as a TEAM in key KPI’s.

20.
Bose Lean Enterprise
Steps 10 – 12: Standardize / Monitor
Performance / Share Learning
Standards
- All SMT production schedule for HED will reflect the new
UPH from 30 June 2014.
- To implement this new UPH/LMPU on other new SMT
lines that are to be set-up in BSM.
Yokoten Opportunities
Next Steps
- To improve SMT UPH & LMPU for ASD models.